Taku's Blog++: Set Your Line for a Crisis: “It’s Getting Interesting

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On Team Building

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1) Conclusion (What to Aim for)

Building a winning team in sports and in business follows the same structure.
Outstanding results emerge from the alignment of mindset × method (action).
In particular, a leader’s mental state during a crisis determines the outcome of the game—or the business.

2) Premise (Why This Happens)

Sports make results visible quickly, so the science of team design has advanced.
Those same principles apply to companies.
Focusing only on methods (recruiting, training, tactics, systems) has limits.
Only when the mind (energy, vibration, perception) aligns can peak performance be achieved.

3) Formula for Results (What to Align)

Results = Mindset (interpretation, energy) × Action (strategy, operation)
Share the vision, roles, and standards (the team’s “zone”) across everyone,
so emotions and actions click perfectly into sync.

4) Crisis Theory (The Leader's Defining Moment)

It’s not the event itself, but how it’s interpreted that sets the tone.
A crisis = the start of learning and growth.
Prepare a team “keyword” in advance to instantly flip the collective energy.
Examples:
“Things are getting interesting — let’s make this legendary.”
“This is the best chance we’ve ever had.”
Tip: Decide your “line for a crisis” beforehand!
A single phrase from the coach reversed the energy of the bench — leading to a comeback victory.

5) Management is a Separate License (Different Skillset from Players)

Many top managers were once top players, but a driver’s license (individual) ≠ bus license (group).
Five domains to study systematically:
1. Leader’s mindset (especially words & posture during crises)
2. Individual growth support (ignite each member’s inner desires)
3. Delegation design (roles that nurture autonomy)
4. Cultural reset (change the “water” gradually—one-third at a time)
5. Systemization (shift from people-dependent to structure-dependent results)

6) Injecting Customer Perspective (The 1-2 % Difference from Sports)

In business, regularly share emotional customer stories through video or words.
It strengthens intrinsic motivation and makes “who we’re fighting for” visible.

7) Toward a Self-Running Organization (The Goal: Leader Not Needed

Phase transition:
Top-down → Hybrid (signals + support) → Follower-driven → Self-running.
Ultimate goal: a store that runs perfectly even with only new staff.

8) Coaching Etiquette (Avoiding Dependency)

Over-teaching breeds dependence and stress (learning = cortisol rise).
Voice-change: connect members to multiple mentors for diverse input.
Link “toughness” to their own desires and shared goals — agree on where they want to go first, then guide without compromise.

9) Implementation Protocol (Start Tomorrow)

Create a crisis-language list (3–5 phrases; everyone memorizes)
Update personal desire cards (family, values, vision, rewards)
Share customer stories regularly (weekly or monthly)
Plan cultural water changes step-by-step
Track system KPIs (handover time, reduction of person-dependent tasks)
Build a delegation roadmap (who takes over what, when, and success criteria)

10) Common Failure Patterns & Countermeasures

Sudden “full culture reboot” → backlash & turnover → go gradual
Assuming great players make great coaches → require new-skill training
Rushing to praise or compromise → breeds mediocrity → support full completion before approval

Summary (In a Sentence)

A leader who can smile in a crisis aligns heart and method, builds systems, and guides the team toward self-propelled success —

this is the universal formula for extraordinary results in both sports and business.

Theme

There are two main ways of living: goal-oriented and values-oriented.
The ideal is not choosing one over the other, but creating a hybrid that honors both.

Characteristics of Each

Goal-Oriented Type: Sets a goal, plans backward, and takes action. Clear and measurable—but can feel painful when results fall short.
Values-Oriented Type: Focuses on savoring the present moment. Emotionally fulfilling—but can sometimes feel stagnant.

Common Pitfalls

Focusing too much on goals can lead to “I’m not achieving = I’m not enough.”
Focusing only on values can weaken excitement for the future.

Hybrid Solution

Appreciate what you already have while envisioning an exciting future.
Balance the fullness of now with the vividness of what’s ahead.

How to Handle the Gap

“Not there yet” simply means you’re in the process of growth.
If you act while tasting a bit of how your future self feels, action becomes lighter and more joyful.

The Expansive Path

Consistent small acts of kindness (like offering to clean or help) often create unexpected opportunities and connections.
This approach complements, rather than competes with, goal achievement.

Let Go of Either/Or Thinking

Not “A or B,” but “both matter.”
If dividing things creates anxiety, stop over-separating them.

Happiness Is Personal

Quiet contentment from routines and the thrill of new challenges—both are valid.
If your heart feels aligned, that’s your happiness.

Considering Others

Don’t impose your desires on others (children, team members, etc.).
True support comes from listening and walking beside them, not leading from above.

Using Emotion Wisely

Even jealousy or frustration can fuel growth.
Feel it, then reframe it as: “I’m next.”

Expanding Your Vision

Raising your sights (from “best in Japan” to “best in the world”) changes who and what you attract.
You’ll start connecting with people who resonate at your new frequency.

Summary

“Savor the present, and get excited about the future.”
The more small steps you take in that mindset, the more quiet miracles will unfold.

3-Minute Mini Practice

🕒 1 min: Write down three things you already have and are grateful for.
🕒 1 min: Write one line about your wish — and why it matters.
🕒 1 min: Decide one small “expansive action” for today (e.g., helping someone).

Mantra Example:

“Cherish now. Get excited for the future. I’m next.”

Thank you everyone who joined us!

Thank you YUKO MIYAGI!

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